The Deputy

11th October 2007

If you had been watching American television during the early 1960s you might just have seen ‘The Deputy’ – Henry Fonda’s only Western television series appearance. Fonda played Marshall Simon Fry, supposedly gun-slinging his way through a series of stock western plots.

In fact, Fonda’s top billing was somewhat over stated. He actually played a series of cameo roles, often failing to put in an appearance at all being conveniently 'out of town'. It was his Deputy, Clay McCord, who took centre stage. Was there a time when too many chief executives in local government were perceived to enjoy a similar relationship? Did that perception contribute to the demise of the post in recent years?

Whatever the reason, it seems to me that the deputy chief executive role has undergone something of a renaissance with more being appointed over the last twelve months than I can remember for some time. Keen to know why, I spoke to a number of deputies, those chief executives hiring them and indeed those who decided they can do without.

The rapidity and magnitude of change coupled to the sheer breadth of the chief executive’s role are the key common themes in the decision to appoint a deputy. This is particularly the case where both the authority and the agenda are large. It can extend the ‘reach’ of the chief executive and enable their emphasis to be placed on a greater number of areas.

Local context is everything though in the decision to appoint a deputy. No longer are they hired simply as a matter of course and many appear to be time limited roles with a specific brief at a particular time in an organisation’s development. So whilst the role can provide a bridge between the roles of director and chief executive, there may be an expectation that the deputy actually crosses the bridge. Some feel there is a pressure to move on to the top job somewhere and the role is transitory in nature.

Many argue that the continuity offered to employees, members and partners when the chief executive is ‘out of town’ is highly attractive. People know where they stand, decisions get made and the pace is maintained. Of course, a trusted deputy also provides a valuable sounding board in an often lonely job. Against, are those who argue that appointing a deputy to ‘fix’ a series of problems is possibly an easy and ultimately dangerous option. Particularly if the issues are internal, then the chief executive should take personal responsibility and not risk losing touch with the organisation - or be perceived to do so.

For Marshall Fry there were no other ‘directors’ to worry about whereas chief executives need to pay close attention to the relationship they develop with their other senior colleagues. Those without deputies suggest a rotation of deputy ‘duties’ amongst directors whilst the chief executive is away, provide a more balanced approach to leadership. Certainly there is a strong case for deputies to be seen as primus inter pares, particularly in terms of reporting lines and salaries and not as a distinctive tier in the organisational structure.

In common with McCord (who was a local shop keeper as well as badge carrying Deputy), many of today’s deputy chief executive’s wear more than one hat as they have a range of portfolio responsibilities. The advice from them is to be clear with your colleagues about which hat you are wearing at any particularly time.

Finally, Fry chose his Deputy simply on his ability to handle a gun. Chief executives should choose their deputies with great care. Whilst recruiting in your own image is tempting and an ability to trust each other essential – finding someone with complementary skills is a must.

Of course structure is not a solution. It follows on from analysis about how best an organisation can deliver what is required at a given point in time. I take the view that it is primarily people and the release and development of their talent that creates excellence. Fry wasn’t big on people development, but the Arizona Territory in the 1860’s was a tough place…and he sure hired the right Deputy.